The importance of implementation is the leitmotiv running through this book. After all,
the ultimate goal of curriculum development is to improve educational practice. This
was already discussed in the first chapter, where curriculum development was described
as a comprehensive and often lengthy, cyclic process of analysis, design, evaluation, and
implementation. Anticipation of future – possibly large-scale – implementation should be
kept in mind during the entire development process. All too many projects have turned out
to be a great fiasco because too little attention was given to implementation issues.
During the curriculum development process, the emphasis on implementation reveals itself
in various ways:
• At the start of the process, analyses of lessons from the past and of current use in
practice may contribute to insights in the most favorable way to initiate the intended
changes.
• Intensive deliberation with the target group and other stakeholders is important in order
to validate the innovation and to ensure broad public support for its implementation.
• Formative evaluation of preliminary designs provide concrete insights in how to
improve the practicality of the curriculum-to-be.
• Also, assessment in an increasingly wide circle of schools will clarify the conditions –
particularly at teacher and school level – that are preferable, or prerequisite, for
successful implementation.
• Towards the end of the development process, it is desirable that curriculum developers
formulate recommendations for the professional support of teachers, as well as the team
leaders within schools, in order to facilitate successful implementation.
• Curriculum developers could also conduct support activities themselves, or contribute to
the professional development of educational supervisors of institutions that can
organize these activities in various local settings.
Supporting teacher development often proves to be the key to the success of curriculum
innovation. In Chapter 2, we have discussed this matter at length. Initial curriculum
implementation is not possible without the professional learning and development
of teachers. Moreover, the development of the school’s organization and culture is also
essential to ensure sustainable curriculum changes within the school. Collaboration
among all sections and levels in and around the school is an important precondition for
sustainable educational development. Today, terms such as ‘public support’ and ‘ownership’
may sound somewhat trendy, but they do denote important aspects. Hargreaves and
Shirley (2009) also draw attention to the importance of broad ownership and the shared
responsibility for sustainable innovation. Facilitating leadership is an important aspect in
this, as well as room for diversity and the freedom to place one’s own accents in curricular
choices.
50
Curriculum developers at SLO are especially involved in generic projects aimed at broad
target groups and a wide range of contexts. It is an illusion for them to become involved in
all of these contexts. However, by carrying out their own curriculum development work in
a careful and goal-oriented way, in interaction with other educational stakeholders, they
will certainly be able to contribute to this wide range of practices. Relevant stakeholders
include:
• institutes for teacher training and professional development
• educational publishers
• institutes for testing and assessment
• policy-makers and inspectorate
• educational researchers.
The curriculum spider web in Chapter 1 stresses the importance of internal cohesion among
curricular components. It is also advisable to think and work from an external system
web, including all relevant stakeholders and aiming at fostering a systemic approach to
curriculum development. The active involvement of relevant social organizations – from
parents to trade & industry – will also foster broad public support for and commitment to
innovations. Such an approach will contribute to sustained improvement of education.